Category: 319 (Other)

Title Cat:App Page
Towards a theory of operational excellence, Pauline Found, Andrew Lahy, Sharon Williams, Qing Hu 319:Y QCAS / 65 / 5-6 / 383
From successful to sustainable lean production: The case of a Lean Prize Award Winner 319:Y QCAS / 65 / 5-6 / 385
A quality scorecard for the era of industry 4.0 319:Y QCAS / 65 / 5-6 / 387
Lean thinking: Outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementation 319:Y QCAS / 65 / 1-2 / 23
The impact of socially responsible management standards on the business success of an organization 319:Y QCAS / 65 / 1-2 / 27
A quality management approach to guide the executive management team through the product/service innovation process 319:Y QCAS / 64 / 3-4 / 215
Creating ambidexterity through quality management 319:Y QCAS / 62 / 5-6 / 457
Testing the dimensionality of the quality management construct 319:Y QCAS / 62 / 5-6 / 459
Modern analytics and the future of quality and performance excellence 319:Y QCAS / 62 / 5-6 / 461
Quality assurance in the political context: In the midst of different expectations and conflicting goals 319:Y QCAS / 62 / 3 / 203
Cost-quality tradeoff in healthcare: Does it affect patient experience? 319:B QCAS / 62 / 1-2 / 53
The impact of the conceptual total quality management model on role stressors 319:Y QCAS / 61 / 5-6 / 459
Quality quandaries: Realizing strategic focal points at a business school 319:Y QCAS / 61 / 4 / 327
Which incremental innovations should we offer? Comparing importance-performance analysis with improvement-gaps analysis 319:Y QCAS / 61 / 4 / 331
Quality management and a balanced scorecard as supporting frameworks for a new management model and organizational change 319:Y QCAS / 61 / 4 / 335
What sparks quality-driven change programmes in not-for-profit service sector? Some evidence from the voluntary sector 319:Y QCAS / 61 / 3 / 205
Three decades of continuous improvement 319:Y QCAS / 61 / 3 / 209
Modelling continuous improvement maturity in the public sector: Key stages and indicators 319:Y QCAS / 61 / 3 / 213
Examining relationships between quality management and organizational performance in transitional economies 319:Y QCAS / 61 / 1-2 / 47
Exploring linkage of quality management to innovation 319:Y QCAS / 60 / 5-6 / 475
Today’s quality is tomorrow’s reputation (and the following day’s business success) 319:Y QCAS / 60 / 5-6 / 479
Critical factors for quality management initiatives in small- and medium-sized enterprises 319:Y QCAS / 60 / 5-6 / 483
The system is the solution: A review of systems thinking and why Deming’s principles have stood the test of time 319:Y QCAS / 60 / 5-6 / 485
Strategies for environmental and traditional quality efforts during new product development: Balancing complementarity and conflict 319:Y QCAS / 60 / 4 / 323
Linking quality improvement practices to knowledge management capabilities 319:Y QCAS / 60 / 3 / 205
Quality management and lean: A symbiotic relationship 319:Y QCAS / 60 / 1-2 / 53
Inter-organizational quality management: The use of contractual incentives and monitoring mechanisms with outsourced manufacturing 319:A QCAS / 59 / 5-6 / 447
Quality vs. safety: Priorities at odds in the oil and gas industries 319:A QCAS / 59 / 5-6 / 451
Time-relevant metrics in an era of continuous process improvement: The balanced scorecard revisited 319:Y QCAS / 59 / 3 / 211
The effect of environmental complexity and environmental dynamism on lean practices 319:Y QCAS / 59 / 3 / 215
A retrospective view of research in the Quality Management Journal: A thematic and key words analysis 319:A QCAS / 59 / 1-2 / 79
A review of research in the Quality Management Journal: Influential resources, key themes, and emerging trendss 319:A QCAS / 59 / 1-2 / 81
Statistical engineering: Six decades of improved process and systems performance 319:Y QCAS / 58 / 4 / 327
Insights on the Future of quality management research 319:A QCAS / 58 / 3 / 209
Pushback prevention 319:A QCAS / 58 / 1-2 / 67
‘Transforming the learner’ versus ‘passing the exam’: Understanding the gap between academic and student definitions of quality 319:Y QCAS / 57 / 5-6 / 483
The bright side of failure 319:Y QCAS / 57 / 3 / 211
Lessons in loyalty: There’s a better way to measure customer loyalty and boost business growth 319:Y QCAS / 57 / 3 / 213
C-Kano model: A novel approach for discovering attractive quality elements 319:Y QCAS / 56 / 5-6 / 449
Keep It simple 319:Y QCAS / 55 / 5-6 / 455
Recent trends in quality assurance 319:Y QCAS / 55 / 4 / 331
The rhetoric and reality of ‘process control’ in organizational environments with a TQM orientation: The managers’ view 319:Y QCAS / 55 / 3 / 211
Policy deployment: A review and comparisons of two practices models 319:Y QCAS / 54 / 5-6 / 463
TQM’s contribution to marketing implementation and firm’s competitiveness 319:Y QCAS / 54 / 4 / 309
Outcomes of quality assurance: A discussion of knowledge, methodology and validity 319:Y QCAS / 54 / 1-2 / 45
An overview of the Shainin SystemTM for quality improvement 319:Y QCAS / 53 / 6 / 567
Examining the effects of contextual factors on TQM and performance through the lens of organizational theories: An empirical study 319:Y QCAS / 52 / 5 / 507
Comparing quality management practices between the United States and Mexico 319:Y QCAS / 52 / 3 / 293
An operational and institutional perspective on total quality management 319:Y QCAS / 52 / 1 / 53
Evolution of quality: First fifty issues of Production and Operations Management 319:Y QCAS / 51 / 6 / 635
What’s wrong with Six Sigma 319:Y QCAS / 50 / 4 / 403
A survey of TQM success factors in the UK 319:Y QCAS / 50 / 3 / 269
Enabling a TQM structure through information technology 319:Y QCAS / 50 / 3 / 271
Scope projects in 10 steps 319:Y QCAS / 50 / 2 / 155
The real art of strategic planning 319:Y QCAS / 50 / 1 / 39
Six Sigma – Strategy for organizational excellence 319:Y QCAS / 49 / 6 / 643
Making hospitals more transparent 319:B QCAS / 49 / 2 / 155
Linking quality management to manufacturing strategy: An empirical investigation of customer focus practices 319:M QCAS / 49 / 1 / 55
Do quality consultants offer a quality service? 319:Y QCAS / 48 / 4 / 383
A perspective on tensions between external quality assurance requirements and institutional quality assurance development: A case study 319:T QCAS / 48 / 2 / 133
The long and winding road: The evolution of quality management 319:Y QCAS / 48 / 2 / 135
Views from below: Academics coping with quality 319:Y QCAS / 48 / 2 / 137
Improving the climate of teaching sessions: The use of evaluations of students and instructors 319:T QCAS / 48 / 1 / 53
Does the development of mass education necessarily mean the end of quality? 319:T QCAS / 48 / 1 / 55
Sustainability: Enlarging quality’s mission 319:A QCAS / 47 / 5 / 507
Design for Six Sigma: 15 lessons learned 319:Y QCAS / 47 / 5 / 509
Emerging elements of a world view for sustainable quality 319:A QCAS / 47 / 4 / 397
Six Sigma black belts: What do they need to know? 319:Y QCAS / 47 / 4 / 399
Continuous quality improvement in small general medical practices: The attitudes of general practitioners and other practice staff 319:B QCAS / 47 / 3 / 275
From continuous improvement to continuous innovation 319:Y QCAS / 47 / 3 / 277
A contingent view of quality management: The impact of international competition on quality 319:Y QCAS / 47 / 2 / 139
A framework for quality improvement in the transportation industry 319:S QCAS / 47 / 1 / 29
A conceptual model for total quality management in service organizations 319:S QCAS / 47 / 1 / 33
The problems with managing by objectives and results 319:Y QCAS / 47 / 1 / 37
Judging goodness must come before judging quality – but what is the good of health care? 319:B QCAS / 46 / 6 / 625
Common myths about Six Sigma 319:Y QCAS / 46 / 6 / 627
Obstacles to implementing quality 319:Y QCAS / 46 / 5 / 515
The naked truth about business excellence 319:Y QCAS / 46 / 3 / 279
The case for undergraduate education in quality management 319:T QCAS / 46 / 2 / 165
Quality myths and legends 319:Y QCAS / 46 / 2 / 167